[产品经理]HP产品经理培训.ppt

HP FY99 wholesaler direction Part one: Product Manager Part two: Channel Sales Part three: Channel evolution in 1999 Part four Review tools Part five BFT introduction Part 1 如何成为成功的产品经理 Product Manager 产品经理培训 产品经理做什么 市场开发的产品专家 使运做成本最小化 专注产品线与产品分类 产品价值的创造者 固定的基本薪水 订购可销售的产品 创造市场拉力 销售经理做什么 渠道开发的销售专家 使利润最大化 专注于客户 产品价值的提升与传递 佣金薪水 销售我们所拥有的产品 加强市场推力 A Successful PM In-depth product and market knowledge - market survey research, customer study - channel needs segment development Focused market development efforts with balanced PL result - clear segment identification - successful product category management - time to market Operational efficiency and advancement - forecast and review, readiness and accuracy of operational data - product plan at different stage of the life cycle - competitor analysis - work with HP in leading the change - value added selling model What should a PM do? Business Management understand “customer” needs supply chain management generate the demand understand the environment situation proactively refrain the competitors Product Management product line and product category management inventory planning and management product cycle management sell through management Measurement for the Product Manager Business Management knowledge about market, competition, channel apply different strategies to develop the market effective use of marketing found coverage and segment development Product Management PL quota achievements forecast accuracy, operating cost analysis, inventory turns product scrap cost, fire-sale cost sell through analysis, TAT, out-of-stock ratio industrial ratio, vendor and market growth rate Product Management Overview PM has not been given adequate focus Many has not receive the right level of leadership from the wholesaler’s management team Example: Is it good for a PM to be a Portfolio manager? What do a PM do after a price is set? What reporting do they monitor? What are their indictors? How do they get confirmation? Who a